scholarly journals Can digitalization favour the emergence of innovative and sustainable business models? A qualitative exploration in the automotive sector

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Chiara Acciarini ◽  
Fernando Borelli ◽  
Francesca Capo ◽  
Francesco Cappa ◽  
Chiara Sarrocco
Keyword(s):  
Business Model ◽  
Social Impact ◽  
Business Models ◽  
New Technologies ◽  
Two Dimensions ◽  
Automotive Sector ◽  
Sustainable Business ◽  
Content Type ◽  
Sustainable Business Models

PurposeThe purpose of this paper is to explore the role of the digitalization phenomenon in the development of innovative business models that are sustainability oriented. Thus, the authors aim to understand whether the presence of digitalization forces companies to create, capture and deliver value in new ways, focusing on their social impact.Design/methodology/approachThrough the analysis of a case study in the automotive sector, the authors provide evidence that both digitalization and sustainability need to be considered to adequately innovate business models. Moreover, these two dimensions are interrelated, and therefore digitalization sustains sustainability and vice versa.FindingsBy inductively investigating the evolutionary path along which companies tend to adapt their business models to digitalization and sustainability trends, the authors found that this innovative transformation needs to be as sustainable as possible in order to offer benefits to organizations, customers and society at large. Furthermore, the authors revealed that, at least in the automotive sector, companies and customers are aware of the remarkable consequences of digitalization; however, they are still uncertain regarding the actual adoption of new technologies.Originality/valueThe literature on business model innovation is quite extensive. However, the role of digitalization in developing sustainable business models to achieve a competitive advantage has been overlooked. This study suggests that, within a specific context, forging a value network of stakeholders is helpful when innovating a business model with a sustainability orientation.

How smart technologies can support sustainable business models: insights from an air navigation service provider

2020 ◽  
Vol 58 (8) ◽  
pp. 1715-1736 ◽  
Author(s):  
Raffaele Fiorentino ◽  
Francesco Grimaldi ◽  
Rita Lamboglia ◽  
Alessandro Merendino
Keyword(s):  
Business Model ◽  
Service Provider ◽  
Business Models ◽  
Adoption Process ◽  
Sustainable Business ◽  
Content Type ◽  
Sustainable Business Models ◽  
Navigation Service ◽  
Smart Technologies

PurposeAlthough research on smart technologies explains their critical importance in sustainable business models (SBMs) (Mikalef et al., 2017), it remains unclear how organisations can embrace smart technologies to create and/or improve their sustainable business models. The purpose of this paper is to unravel and address the challenges of smart technologies to build and maintain a sustainable business model for organisations.Design/methodology/approachThe research develops an empirical analysis through a case study approach. We have investigated the case of ENAV – an Italian air navigation service provider – and how this firm uses smart technologies in the creation of its successful SBM. After constructing a basic theory, the authors moved to evidence collection. The data analysis has adopted a qualitative approach based on a thematic analysis of the transcripts and related documents.FindingsThe findings from the case study support the idea that the business value and the strategic relevance of smart technologies still remain largely underestimated in SBM adoption (Mikalef et al., 2017). Case study findings suggest that until today smart technologies have played a minimal role in SBM adoption. However, the smart technologies show the potential to inform the SBM adoption process by contributing to corporate communication for external stakeholders and to the main dimensions of SBMs such as safety and security or the respect for social and environmental criteria in the supply chain.Practical implicationsThis study seeks to support organisations and their directors to build and improve sustainable business models through smart technologies to maintain their competitive advantages. Specifically, our findings suggest that smart technologies can help organisations bridge the design–implementation gap of sustainable business models.Originality/valueThis research advances our understanding of the role of smart technologies by explaining how they can enhance sustainable business model adoption. Indeed, we offer a comprehensive view of the integration of insights from three different but related literature streams such as sustainability strategies, smart technologies and change management studies.

Smart contracts to enable sustainable business models. A case study

2020 ◽  
Vol 58 (8) ◽  
pp. 1601-1619
Author(s):  
Francesca Dal Mas ◽  
Grazia Dicuonzo ◽  
Maurizio Massaro ◽  
Vittorio Dell'Atti
Keyword(s):  
Business Models ◽  
New Technologies ◽  
Smart Contracts ◽  
Sustainable Business ◽  
Content Type ◽  
Blockchain Technology ◽  
Start Up ◽  
Social Proof ◽  
Sustainable Business Models

PurposeThe objective of this study is to deepen how blockchain technology through smart contracts can support the development of sustainable business models (SBMs). Particularly, the authors aim to determine the key elements enabling SBMs by applying smart contracts.Design/methodology/approachThe research context focusses on the case study of SmartInsurance, which is a fictitious name for a start-up in the insurance sector and the real name of which is not to be revealed. The start-up was able to collect 18m euros in 80 s in a crowdfunding operation, using smart contracts and a revolutionary business model. Internal as well as external documents of different sources are analysed and coded to gather information about the company, its values and its business and what it pursues with employing blockchain technology.FindingsThe results show how smart contracts can reduce the costs of transactions, increase social trust and foster social proof behaviours that sustain the development of new SBMs.Originality/valueThis study contributes to both the transaction cost theory and social proof theory, showing how new technologies such as the blockchain can provide a fresh perspective to support the development of SBMs.

CEO characteristics and sustainability business model in financial technologies firms

2020 ◽  
Vol 58 (8) ◽  
pp. 1779-1799
Author(s):  
Giuseppe Sannino ◽  
Ferdinando Di Carlo ◽  
Manuela Lucchese
Keyword(s):  
Business Model ◽  
Business Models ◽  
Demographic Characteristics ◽  
Quantitative Methodology ◽  
Sustainable Business ◽  
Internal Governance ◽  
Content Type ◽  
Corporate Leaders ◽  
Sustainable Business Models ◽  
Ceo Characteristics

PurposeThis paper aims to investigate and discover the demographic characteristics of corporate leaders (CEOs) in Fintech sector firms representing the implementation of the sustainable business model. Particularly, the purpose is to identify a benchmark profile of CEOs and to understand which are the main features (e.g. age, tenure, education specification, education level, gender, nationality, years of entrepreneurship, years in financial functions, years in IT functions), giving more opportunity to develop and maintain sustainable business models using innovative platforms.Design/methodology/approachThe research questions are answered through a quali-quantitative methodology using descriptive and statistical approaches. The researchers collected a sample of 100 Fintech firms from the main Fintech firms in 2018 identified by the annual KPMG Report (2019). Thus, the research observed and tested the average level of the major CEO demographic features. Additionally, the paper explored whether these variables have a major probability to affect Fintech leading.FindingsAssuming a relevant part of Fintech firms, the main results of this paper show the relevance of several CEO demographic characteristics. Additionally, the age, the tenure and the presence of an MBA are significant elements in affecting Leading companies.Originality/valueThe paper is novel because it contributes to the literature examining the internal governance and sustainable business model, still not explored. Moreover, this study contributes to identifying the CEO demographic characteristics that foster financial institutions' transition towards sustainable business models.

scholarly journals Spreading Sustainability Innovation through the Co-Evolution of Sustainable Business Models and Partnerships

2020 ◽  
Vol 12 (3) ◽  
pp. 1190 ◽  
Author(s):  
Silvia Cantele ◽  
Sara Moggi ◽  
Bettina Campedelli
Keyword(s):  
Business Model ◽  
Business Models ◽  
Economic Benefits ◽  
Sustainable Business ◽  
Enabling Factors ◽  
Business Operations ◽  
The Social ◽  
Sustainable Business Models

Sustainability innovation is often not achievable by a single organisation; even if changes in business operations can lead to great advances towards a more sustainable business model (SBM), the effectiveness of these implementations largely depends on the combined actions of the organisation’s network of partners. The aim of this research is to analyse the way that SBMs and partnerships co-evolve to enhance the sustainability of the involved organisations and spread sustainability culture beyond the network. In doing so, this article presents a case study of the company Alisea as a business operating within a circular business model, along with its network of partnerships. The co-evolution of the business model and partnerships is led by enabling factors that characterise the underlying relationships. The role of cross-sector collaborations is demonstrated in terms of boosting the social and environmental dimensions of the circular business model, enhancing social and economic benefits within and outside the partnerships, and spreading sustainability culture in different sectors.

Towards a conceptual framework for sustainable business models in the food and beverage industry

2019 ◽  
Vol 122 (5) ◽  
pp. 1421-1435 ◽  
Author(s):  
Marc Dressler ◽  
Ivan Paunović
Keyword(s):  
Conceptual Framework ◽  
Business Model ◽  
Online Survey ◽  
Business Models ◽  
Principal Component ◽  
Wine Industry ◽  
Primary Data ◽  
Sustainable Business ◽  
Content Type ◽  
Sustainable Business Models

Purpose The purpose of this paper is to empirically derive a typology of sustainable business models in the food & beverage (F&B) industry and explore the competitive profiling via sustainability. Design/methodology/approach Primary data were collected through an online survey for small- and medium-sized wineries (N=125). A principal component analysis (PCA) was used for inducing the F&B sustainable business model typology as an empirical basis for building a conceptual framework. Findings The analysis has identified seven strategic business models of the German wineries in regards to sustainability. Three models are at the forefront of sustainability, two are characterized by managerial focus on social opportunities and innovation and two of the identified business models are characterized by an administrative approach to social and environmental requirements and therefore rather rudimentary approaches to sustainability. Research limitations/implications Main limitations of the study are the focus on wine industry as well as on one country. Furthermore, the deployment of PCA method does not safeguard from neglecting other relevant business models. Practical implications Successful business models allow to differentiate in competitive markets in the F&B industry via sustainability. Such models need strategic ambition, positioning and realization but allow to win new clients safeguarding from market squeeze out. Social implications The research facilitates scaling up of sustainability initiatives to the benefit of the wider society. Originality/value Business model typology for sustainability has been derived mainly conceptually. The empirically based typology of sustainable business models provides a more rigorous foundation for a transition of business models toward sustainability.

Sustainable business models to create sustainable competitive advantages: strategic approach to overcoming COVID-19 crisis and improve financial performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Marina Mattera ◽  
Carmen Alba Ruiz-Morales ◽  
Luana Gava ◽  
Federico Soto
Keyword(s):  
Financial Performance ◽  
Business Model ◽  
Business Models ◽  
Share Price ◽  
Sustainable Business ◽  
Reporting Scheme ◽  
Content Type ◽  
Csr Strategies ◽  
Sustainable Business Models

Purpose The purpose of this study is to evaluate whether the implementation of sustainable business models contributes to improving a firm’s performance during a global crisis, such as the one caused by COVID-19. Based on the triple bottom line theory, the paper explores the relation between the creation of value through solid corporate social responsibility (CSR) strategies, United Nations (UN) Global Compact’s (GC) business model proposals and Global Reporting Initiative’s (GRI) reporting scheme. Design/methodology/approach The present paper studies companies within the European Union, focusing specifically on the long-term impact of using the world’s most widely used standards for sustainability reporting – the GRI’s standards and/or the UNGC management models, as well as on the firm’s performance based on the financial results during COVID-19 crisis. To achieve this goal, the study analyses the share price of firms publicly listed in the FTSEMIB (benchmark index of Italy’s largest trading platform) out of those companies that are implementing the UN and GRI’s tools. Findings Findings show how a commitment to sustainable business models and long-term CSR strategies can contribute to firm’s ability to overcome periods of economic crisis. Furthermore, implementing GRI standards and UNGC guidelines within the business model seems to have a positive impact in overcoming a hard context such as COVID-19. In addition, it contributes to a better understanding of stakeholders’ needs, consumer profiling and value creation. Originality/value This study evaluates firms’ business models, considering the effects of decisions made in the context of COVID-19. The role of UNGC and GRI is evaluated in terms of their contribution to firms’ financial performance and corporate reputation during a context of hardship. Consequently, this study contributes to academia and practice, adding value in areas related to strategic planning and business model design.

scholarly journals Business model transformation toward sustainability: the impact of legitimation

2020 ◽  
Vol 58 (8) ◽  
pp. 1643-1662
Author(s):  
Roberto Biloslavo ◽  
Carlo Bagnoli ◽  
Maurizio Massaro ◽  
Antonietta Cosentino
Keyword(s):  
Business Model ◽  
Business Models ◽  
Single Case ◽  
Business Model Innovation ◽  
Innovation Theory ◽  
Sustainable Business ◽  
Case Study Methodology ◽  
Content Type ◽  
Sustainable Business Models ◽  
The Impact

PurposeThis study aims to identify the legitimacy issues raised during a sustainable business model innovation, deployed by an Italian company, which was analyzed through the lens of the legitimation theory and the business model innovation theory.Design/methodology/approachA single case study methodology is employed for empirical research. Semistructured interviews, with top and middle management, were conducted together with the analysis of several internal and external documents, to corroborate the case analysis.FindingsResults show how the potentiality of digital technologies allows the development of new sustainable business models, which, though, still need to gain legitimation to be accepted. The study findings allow drawing both on the business model innovation theory and on the legitimation theory, as they show how legitimation is a dynamic concept that involves internal as well as external stakeholders to support business model innovation.Originality/valueThe paper is novel, since it addresses the topic of sustainable business models development, showing how companies can get legitimation. The paper builds on existing theories and provides a practical example.

scholarly journals The Role of Social Enterprise Hybrid Business Models in Inclusive Value Chain Development

2021 ◽  
Vol 13 (2) ◽  
pp. 499
Author(s):  
Bob Doherty ◽  
Pichawadee Kittipanya-Ngam
Keyword(s):  
Business Model ◽  
Value Chain ◽  
Social Impact ◽  
Business Models ◽  
Rural Poverty ◽  
Sustainable Business ◽  
Middle Income ◽  
Low Middle Income Countries ◽  
Development Literature ◽  
Hybrid Organisations

This study contributes to the growing interest in hybrid organisations, sustainable business models and inclusive value chain development (IVCD). Recent work has identified that of some 570 million farmers in the world, more than 475 million farmers are smallholders in low-middle-income countries experiencing increasing food insecurity and rural poverty. Research argues that there is a lack of research that provides work on appropriate solutions for smallholders. This paper answers this call by a qualitative study of ten case studies, which draws on hybrid organising, sustainable business model and IVCD research to identify the novel business model characteristics that hybrid organisations use to create and manage more inclusive value chains for smallholders. These hybrid organisations are designed to create a value proposition that delivers sustainability upgrading for smallholders via both product, process and governance upgrades, empowers smallholders to achieve development goals and creates multiple value for social impact. We therefore identify the important characteristics of the hybrid business model to provide appropriate solutions for smallholders and overcome the challenges identified in the inclusive value chain development literature.

Intertwining CSR with strategy – the way ahead

2014 ◽  
Vol 14 (2) ◽  
pp. 211-219 ◽  
Author(s):  
Shital Jhunjhunwala
Keyword(s):  
Business Strategy ◽  
Design Methodology ◽  
Business Models ◽  
Corporate Strategy ◽  
Sustainable Business ◽  
Socially Responsible ◽  
Content Type ◽  
Sustainable Business Models ◽  
Corporate Social

Purpose – The purpose of this paper is to emphasize the importance and means of making corporate social responsibility (CSR) an integral part of corporate strategy with the help of case studies. Design/methodology/approach – The article explores the transformation of business from being egocentric to socially responsible. With the use of examples it demonstrates how integrating CSR into strategy can create sustainable business models. Findings – Firms need to develop a framework for integrating CSR into their business strategy for long term successful survival. Social implications – Corporates and society are intertwined and mutually dependent. Business cannot survive without society's acquiescence nor succeed without its active support. Originality/value – The article explains the benefits of CSR and how to make it an integral part of business strategy to gain a competitive advantage.

scholarly journals Sustainable Business Models of SMEs: Challenges in Yacht Tourism Sector

2018 ◽  
Vol 10 (10) ◽  
pp. 3437 ◽  
Author(s):  
Cinzia Battistella ◽  
Maria Cagnina ◽  
Lucia Cicero ◽  
Nadia Preghenella
Keyword(s):  
Business Model ◽  
Business Models ◽  
Service Industry ◽  
Small And Medium Enterprises ◽  
Case Study Research ◽  
Tourism Industry ◽  
Sustainable Business ◽  
Bottom Line ◽  
Sustainable Business Models ◽  
Sustainability Challenges

Despite the high number of active small and medium enterprises (SMEs) in all sectors, current studies have barely developed investigations on the sustainability of their business models so far. The aim of this study was thus to bridge the gap between sustainable business models of SMEs in the service industry, to uncover the challenges that SMEs face when seeking business model reconfiguration toward sustainability. More specifically, the empirical investigation adopted a case study research design in the context of yacht tourism, as one business form among many within the tourism industry and thus within the broader category of the service industry. Interviews were conducted with seven European SMEs, whose business models were analyzed through the lens of the triple bottom line and sustainability challenges in their business models. The results display a varied typology of case studies, where business model components reveal diverse expressions of facing sustainability challenges. The work discusses reported findings with a cross-case comparison among detected business models and outlines a list of propositions for sustainable business models of SMEs. The paper contributes in continuing the discourse on sustainable business models, adopting the perspective of the challenges for SMEs and offers food for thought for managers of SMEs in comparing their own business with the identified business model types.

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